Q.1) Compute the following quantities for the current production process as well as for Mike’s and Ike’s plans, assuming the plans are implemented as described in the case.

Solution:

Current batch processing

Sales for the Executive Shirt Company are constituted of only a few basic styles and colours. Hence the company has a limited number of varieties to produce. So, it has large batches of each kind of shirt (size and color).

It has only one cutting machine, which is computer-controlled and can cut up to 60 layers of cloth at the same time. Also up to 8 patterns can be cut simultaneously. The cutting process by the machine takes 30 minutes irrespective of the number of patterns and number of layers. But, the set up time is quite significant. It takes 1.5 minutes to roll out a layer of cloth and so for 60 layers; it takes 90 minutes setup time. The machine is being operated by 4 operators and the company is using its maximum capacity, i.e. 60 layers and 8 patterns at a time. So,

Total number of shirts cut in one run = 60*8 = 480

Total time taken by one run = setup time + runtime = 90 + 30 = 120 minutes

YOU MAY ALSO FIND THESE DOCUMENTS HELPFUL

...the current production process as well as for Mike’s and Ike’s plans, assuming the plans are implemented as described in the case. (50 points)
| Current ProcessRegular Shirts | Mike’s PlanRegular &amp; Custom Shirts | Ike’s PlanRegularShirts | Ike’s PlanCustom Shirts |
Actual Cycle Time (min/shirt) | 0.5 | 0.5 | 0.67 | 3.9 |
Manufacturing Lead Time (days) | 0.815 | 0.052 | 1.056 | 0.058 |
WIP inventory (shirts) | 11760 | 1980 | 9060 | 48 |
Production Capacity (shirts/day) | 960 | 960 | 720 | 123.07 |
Capacity Utilization | 83.33 | 93.75 | 111.11 | 81.25 |
Direct Labour Content (min/shirt) | 26.51 | 26.45 | 26.51 | 26.01 |
Direct Labour Utilization | 69.04 | 76.22 | 90.17 | 33.87 |
Direct Labour Cost ($/shirt) | 3.84 | 3.47 | 3.43 | 7.68 |
Assumption: Throughout the case, it has been assumed that there is no specialization, i.e. the work performed by all workers in a station is similar.
Each of the cases has been analysed separately, the quantities asked in the table have been calculated for each case, and filled in the above table.
Current Process
The details of the process, as given in Exhibit 3, have been reproduced, along with the run time and the time taken for each batch for each process have been calculated and shown in the table below
Operation | Labour Content...

...Harvard Business School
9-696-071
Rev. March 11, 1996
ExecutiveShirtCompany, Inc.
The ExecutiveShirtCompany (ESC) had built a solid reputation in the apparel industry by
supplying several well-known labels with high-quality, competitively-priced men's dress shirts.
Prompted by a recent dip in ESC's sales, general manager Dwight Collier had decided to expand the
company's product line to take advantage of what he thought was a tremendous opportunity in the
custom-sized dress shirt market. Custom-sized shirts currently commanded a substantial price
premium: customers paid at least 75% more for a custom-made shirt than for an off-the-shelf shirt of
the same quality and construction. In addition, customers often waited 6 weeks or longer for delivery
of their custom-sized shirts. Collier thought that many men who currently bought off-the-shelf shirts
would prefer custom-made shirts, but were deterred by high prices and long delivery times. After
several retailers ESC currently supplied expressed enthusiasm for ESC's expansion into custom shirts,
Collier decided to begin production of a line of moderately-priced custom-made dress shirts that
would be delivered within 10 working days after the customer placed the order. Collier expected...

...﻿
Caseanalysis: executiveshirtcompany
OPERATIONS MANAGEMENT
Case Introduction
The ExecutiveShirtCompany (ESC) has seen a recent dip in their profit and so they had decided to expand the company’s product line to take advantage of what he thought was a tremendous opportunity in the custom-size dress shirt market.
Mr. Dwight Collier, Gen. Manager of ExecutiveShirtCompany (ESC) is planning to introduce customized shirts in his current production facility since they can fetch 75% more price as compared to regular shirts. Material cost for customized shirts would be about 10% higher than for standardized shirts. ESC is manufacturing 16,000 shirts per month and they plan to manufacture 2,000 customized shirts per month without hampering the current production.
The company has 5 functional divisions for making shirts:
Cutting: 1 Machine, 4 Workers
Sewing: 48 Machines, 48 Workers
Inspection: 4 workers
Ironing: 4 Machines, 4 Workers
Packaging: 4 workers
Indirect Workers (material handlers) : 4 Workers
Process Flow Map
Mr. Collier introduced a change in the manufacturing process (cutting) by introducing a Laser Cutting Machine for customized...

...MANAGEMENT-1
EXECUTIVESHIRTCOMPANY
Group Members:
Introduction
The executiveshirtcompany is a well known brand in apparel industry having varieties of high quality standard size readymade shirts which were competitively priced also. Foreseeing the tremendous opportunity in custom shirt market, the general manager Mr. Dwight Collier decides to venture in to this new product segment. As the existing custom sized dress shirt market commanded a substantial high price of 75% more w.r.t similar off-the-shelf shirt and also the delivery time was more than 6 weeks. So Mr. Dwight collier decided to start production of a line of custom made dress shirt which will be moderately priced and at the same time will be delivered within 10 working days after customer places the order.
So Mr. Dwight ordered a new “low-ply” laser cutting machine for the purpose and also planned to hire a new worker to operate the same. Before starting production Mr. Dwight wanted to study several options for designing the manufacturing process for custom shirt line. So he endowed the task to two of his managers Mike and Ike to envisage him a plan for incorporating production of custom shirts into the existing manufacturing process. Taking into consideration the following conditions:
* Manufacturing lead time for...

...Memo
To: Mr. Dwight Collier, General Manager – ExecutiveShirtCompany, Inc.
From:
CC:
Date: September 10, 2013
Re: Custom Shirt Production Planning
Introduction
Mr. Collier, per your request, I have analyzed ExecutiveShirt Company’s current production process in addition to evaluating both Mike and Ike’s recommended processes for custom shirt production. Elements considered during this analysis included: Process types, cycle time for the processes, process efficiencies, and costs. Each element is key to identifying the best course of action for ExecutiveShirtCompany, Inc. in regards to the addition of custom shirt production.
Process Types
Currently ExecutiveShirtCompany uses a batch shop process, where multiple functional areas perform similar tasks. For example: all of the sewing areas are sewing all components of the shirt. This type of process performs well in this production setting due to the fact that one operation isn’t dependent on another to perform its task (outside of the initial cutting phase). More so, one individual’s sewing performance doesn’t hinder another from sewing their batch of shirts. Mike adopted this process type in his proposal for the addition of custom shirt production;...

...Donner CompanyCaseAnalysis
Operations Management
Indian Institute of Management Bangalore
PGSEM 2012
Introduction
Donner Company manufactures printed circuit boards (PCB) according to specifications of electronic manufacturers. It is one of the leading PCB manufacturers in United States. It started in 1985. The president of the company, Edward Plummer is reviewing the company position in October 1987, before deciding on plans for 1988.
CNC Vs Manual Drill Decision Rules
As per our analysis we recommend CNC or Manuals drill as per the decision login depicted in the table below. (Please refer to Appendix for calculation details).
Figure 3: CNC Vs Manual Drill Decision Table
CNC Router Vs Punch Press Decision Rules
Table below depicts the decision rule for scheduling CNC router or punch press.
Figure 4: CNC Router Vs Punch Press Decision Table
Capacity Analysis of DFPR
Let us assume an order size of 8.
As shown in table below, bottleneck is “Laminate &amp; Expose” process with time = 22 mins.
Hence the capacity = 1/22 per min = 60*8/22 per hour = 21.818 boards per hour.
Figure 5: Capacity Analysis of DFPR (Order Size of 8)
Also, we see that the bottleneck will always be “Laminate &amp; Expose” even if we vary the order size from 1 to 1050 or even more. This is because the run time is much higher than the other 2...